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When this has been completed and agreed it will become the “Plan” or the base line against which progress can be measured. Implementation A leap into the void! Notes: A poorly planned project will take three times longer than the original plan. A wellplanned project will only take twice as long. A project that will be completed without changes, on time and within budget has never been known in the past and will never happen in the future.

Microsoft Project will help! Monitoring And Adjusting Recording Actual Progress Once the project is under way, the progress of each activity is recorded. This information can then be compared against the Plan and the differences highlighted. Revising The Schedule The process of minimising the effect of problems and delays on meeting project deadlines is achieved by adjusting and updating the Schedule to meet the changed circumstances.

As the project progresses and when it has been completed the process of evaluation should be used to learn the lessons for the next time. Microsoft Project – Operational Basics Microsoft Project Has The Following Capabilities: Highlights 1 million tasks per project depending on free RAM 1 million resources per project Calendar dates from to Gantt charts to show project schedules graphically on a time scale with scaling from minutes to years. Network Diagrams to show task relationships. Outlining to group and arrange project tasks in hierarchical order.

Filters to view selected information. Resource usage and Graph views and reports to quickly identify resource availability and costs. Custom fields so you can track additional information unique to your project.

If time, money, or what your project accomplished were unlimited, you wouldn’t need to do project management. Unfortunately, most projects have a specific time limit, budget, and scope. It is this combination of elements time, money, and scope that we refer to as the project triangle. These competing elements are also known as the triple constraints of a project.

Understanding the project triangle will enable you to make better choices when you must make trade-offs. For example, if you decide to adjust the project plan to: Bring in the scheduled finish date, you might end up with increased costs and a decreased scope.

Meet the project budget, the result might be a longer schedule and a decreased scope. Increase scope, your project might take more time and cost more money in the form of resources, such as workers. Changes to your plan can affect the triangle in various ways, depending on your specific circumstances and the nature of your project.

For example, in some instances, shortening your schedule might increase costs. In other instances, it might actually decrease costs. In terms of the project triangle, resources are considered a cost item. So as you adjust resources to accommodate more or less work or to reflect their availability, your costs go up or down correspondingly.

These costs are based on resource pay rates. You also may notice that as you adjust resources, your schedule changes. For example, if you have several resources over allocations and you level the project, the schedule might now include split tasks and delays that extend the finish date.

In most projects, at least one side of the triangle is “stuck,” meaning that you can’t change it. On some projects, it’s the budget. No matter what, you won’t get more money for the project. On others, it’s the schedule;; the dates can’t change.

Or it’s the scope;; there will be no change in deliverables The trick is in finding the “stuck” or fixed sides of your project’s triangle. That tells you what you can change and where you can adjust if there’s a problem.

Phrasing the problem as a statement can help you clarify which side of the triangle is in trouble. Knowing which side of your triangle can’t be changed will help you know where you can adjust.

So when you begin optimizing, consider the following order of decisions. First, decide which of the three elements is fixed. This is typically the element most important to the success of your project finishing on time, on budget, or with the agreed-upon scope. Then, determine which side your current problem occurs on.

Once you’ve done that, you’ll know what elements you have to work with to get your project back on track. If the problem side and the fixed side are the same, you have the remaining two sides of the triangle to work with.

For example, if your project has to finish on time and your problem is that it’s taking too long, you can adjust resources or adjust scope to get the project back on track.

If the problem side is different from the fixed side, you’ll want to optimize by adjusting the remaining side. For example, if your project has to finish on time and it’s grown in scope, you only have the cost side to play with by, for example, by adding resources.

Know that when you adjust one side of the triangle of time, money, and scope, the other two sides are likely to be affected. They can be affected positively or negatively, depending on the nature of your project.

For example, if you adjusted your plan to bring in costs, check whether your finish date is still acceptable Lead and Lag Times Edit tables by adding and removing columns Change column labels Create a table The system will allow the user to organise these tables so they can be used to maximum effect. The content of the table is also dependent on the area of project management they are used for.

There is a difference between tables for Tasks and table for Resources. Modifying Or Editing An Existing Table The idea of changing a table structure is to make its use more appropriate to the needs in terms of what information the user needs to view. For a task table there are over one hundred possible columns from which the structure can be chosen. For Resources the number of possible columns is approximately thirty. The following dialog box Figure will show a list of the fields that make up the table.

A space will appear and the new field can be selected. The structure of the table is built up by selecting the fields in the appropriate order. When you decide which type of table you would like to create click on the NEW button. OR Another option which saves time is to copy an existing table and add or remove fields as necessary and rename it. Add, edit or delete fields as covered in the previous section.

Click OK to save the table. There is no need to recreate them in other files we have the organiser tool to allow us to transfer these objects for reuse elsewhere The global template is the file that is used every time you create a new project file this works similarly in word and excel. It stores all the objects necessary to create a file with no data. Using the organiser to transfer any of the objects we create into it every time we create a new project those objects will be available for use in the new file.

This includes tables, views, filters, groups, reports, macros, calendars tasks or resource objects Even better when these objects are in the global template any file you open created from another source that lacks the useful objects you have been using you simply transfer them from the global template into the new file and they are then available for use.

If you have several project files open use the drop down arrows in the boxes to correctly identify the files. MPT file if a file from another source is being used copy the other way for your objects to be used in other files. When the transfer of objects is complete click the cross in the top right hand corner of the dialog to close the organiser. Creating any new project now will include the objects you have transferred ready for immediate use.

It is also possible to define in what way these dependencies exist. For example, if you have two tasks, “Dig foundation” and “Pour concrete,” the “Pour concrete” task cannot begin until the “Dig foundation” task is complete.

The dependent task can begin any time after the task that it depends on begins. The SS link type does not require that both tasks begin simultaneously. For example, if you have two tasks, “Pour concrete” and “Level concrete,” the “Level concrete” task cannot begin until the “Pour concrete” task begins. The dependent task can be completed any time after the task that it depends on is completed. The FF link type does not require that both tasks be completed simultaneously. For example, if you have two tasks, “Add wiring” and “Inspect electrical,” the “Inspect electrical” task cannot be completed until the “Add wiring” task is completed.

The dependent task can be completed any time after the task that it depends on begins. The SF link type does not require that the dependent task be completed concurrent with the beginning of the task on which it depends. For example, the roof trusses for your construction project are built offsite. Two of the tasks in your project are “Truss delivery” and “Assemble roof. The FS link is by default not shown in the predecessors column but add one of the other link type contractions after the predecessor number and press enter the link will change and the result shown in the Gantt chart.

The picture below shows a start to start relationship. Click OK when you have made the necessary adjustments More Links, Lead And Lag Times From the previous examples you have seen in the task information dialog, predecessors tab and in the task dependency dialog a box called lag this is a box allows you to fine tune these Link relationships by specifying Lag or Lead times as required. You enter the lead time as a negative value Lag A Lag time is a delay between two tasks that are linked by a dependency.

For example, if there must be a two-day delay between the finish of one task and the start of another, you can establish a finish-to-start dependency and specify two days of lag time for the successor task.

You enter the lag time as a positive value. Applying lead and lag time in the dialog boxes should now be easy but the method of entering it in the predecessors column may not be so obvious although it is the most efficient way of working with your links You may return to the standard Gantt view at any time by using the VIEW button and selecting a different view.

From this form the data relating to the specific task can be changed which includes progress information. Where progress data is being entered, Actual should be selected. Actual Start Date and time for the Task.

Actual Completion date and time for the Task, if completed. This box can set up a specific constraint on the start or end date for the task. There are a fixed number of choices which are shown in a list for selection. The priority relates to which tasks can be delayed.

If nothing is entered, ID number is shown. This will be looked at in more depth later. It also includes boxes for Rollup and Hide Gantt Bar. Predecessors Shows any predecessors set and allows you to add others, change the relationship and introduce Lag or Lead time. Resources You can add or modify resources plus change the task from being resource driven to fixed duration.

Notes This allows you to add a note. This could be a fuller description of the task, allowing you to use a cryptic title. Custom Fields This allows you to add custom fields to the task. We have already seen the use of the general and predecessors tabs in detail.

In this section we will have a look at the advanced tab. Flexible Constraints Are constraints that are flexible and does not tie a task to a single date. The default for most projects would be ASAP. Work with task dependencies to make a task occur as soon or as late as the task dependency will allow. For example, a task with an As Soon As Possible ASAP constraint and a finish-to-start dependency will be scheduled as soon as the predecessor task finishes.

By default, all tasks in a project that is scheduled from the start date have the ASAP constraint applied. If you change a task scheduling mode from manually scheduled to automatically scheduled, the task constraint will be set to As Late as Possible ALAP.

Semi Flexible Constraints Constraints with moderate scheduling flexibility will restrict a task from starting or finishing before or after a date you choose. For example, a task with a Start No Earlier Than SNET constraint for June 15 and a finish-to-start dependency to another task can begin June 15 if its predecessor is finished by June 15 or later if its predecessor finishes after June 15 , but it can’t be scheduled before June With a SNET constraint applied, the successor task cannot begin before the constraint date, even if as shown here the predecessor task is completed before the constraint date.

Inflexible Constraints Inflexible constraints are constraints that are inflexible because it ties a task to a date. They override any task dependencies by default and restrict a task to a date you choose. For example, a task with a Must Start On MSO constraint for September 30 and a finish-to-start dependency to another task will always be scheduled for September 30 no matter whether its predecessor finishes early or late.

If a task that is constrained to a date has a predecessor that finishes too late for the successor to begin on the date specified in the constraint, negative slack can occur.

If the deadline date passes and the task is not completed, Project will display a task indicator next to the task in the table. The deadline can also be displayed on the Gantt. The Indicators field is located to the right of the ID field and appears in a number of tables. Deadlines don’t usually affect task scheduling.

They are used to indicate a target date you don’t want to miss, without requiring you to set a task constraint that could affect scheduling if predecessor tasks change. A task with a deadline is scheduled just like any other task, but when a task finishes after its deadline, Project displays a task indicator notifying you that the task has missed its deadline. Deadline dates can affect the total slack on tasks. If you enter a deadline date before the end of the task’s total slack, total slack will be recalculated by using the deadline date rather than the task’s late finish date.

The task becomes critical if the total slack reaches zero. You can set deadlines for summary tasks as well as individual tasks. If the summary task’s deadline conflicts with any of the subtasks, the deadline indicator signifies a missed deadline among the subtasks. The task is scheduled to finish on the deadline date, though the task could still finish after its deadline if its predecessors slipped. But what exactly does Agile …. Skip to main content. Start your free trial.

Buy on Amazon Buy on ebooks. Book description Microsoft Project is brimming with features to help you manage any project, large or small.

Get a project management primer. Discover what it takes to handle a project successfully Learn the program inside out. Get step-by-step instructions for Project Standard and Project Professional Build and refine your plan.

Put together your team, schedule, and budget Achieve the results you want. Build realistic schedules, and learn how to keep costs under control Track your progress.

Measure your performance, make course corrections, and manage changes Use Project’s power tools. Finding Duplicate Records in Access QuickBooks — Section 3 Transcript. Table Of Contents. Adam Lacey Adam Lacey is an Excel enthusiast and online learning expert. Terms Privacy Policy. To make this site work properly, we sometimes place small data files called cookies on your device.

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Free Microsoft Project Training Course (9 Best Tutorials).

 
How To Use This Guide This manual should be used as a point of reference following attendance of the introductory level Project training course. Download free ebooks at Project Advanced. 9. Refresh of the basics. Project information refresh. Microsoft Project Language.